Retaining Experts: Retention Incentives of Clinical Laboratory Professionals

Rebecca J. Laudicina; Tara C. Moon; Susan Beck; Jennifer Craft Morgan

doi:10.29074/ascls.27.3.150

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Rebecca J. Laudicina, PhD, MLS(ASCP)^CM⇑
1. The University of North Carolina at Chapel Hill, Division of Clinical Laboratory Science, Chapel Hill, NC
Tara C. Moon, PhD, MLS(ASCP)^CM
1. The University of North Carolina at Chapel Hill, Division of Clinical Laboratory Science, Chapel Hill, NC
Susan Beck, PhD, MLS(ASCP)^CM
1. The University of North Carolina at Chapel Hill, Division of Clinical Laboratory Science, Chapel Hill, NC
Jennifer Craft Morgan, PhD
1. Gerontology Institute, Georgia State University

Address for Correspondence: Rebecca J. Laudicina, PhD, MLS(ASCP)^CM, Division of Clinical Laboratory Science, 4113 Bondurant Hall, CB #7145, Chapel Hill, NC 27599-7145, 919-966-3033, rebecca_laudicina{at}med.unc.edu

Abstract

A survey of members of the American Society for Clinical Laboratory Science (ASCLS) was taken in May, 2012 to study workplace incentives and personal factors that could encourage clinical laboratory professionals (CLP) to continue working past retirement eligibility. Benefits, compensation, and opportunity for part-time work were key retention incentives identified by CLP in all age and job function groups. Career stage was shown to play a significant role in how CLP rated the importance of several retirement incentives, suggesting that age differences exist in workplace factors and personal motivators for continuing to work. There are also differences among practitioners, administrators, and educators in how they view incentives for working past retirement eligibility. Results of the study may help laboratory administrators advocate for workplace changes important to retaining staff of varying age and job function.

ABBREVIATIONS: CLP - Clinical Laboratory Professionals, ASCLS – American Society for Clinical Laboratory Science, MLT – Medical Laboratory Technician, MLS – Medical Laboratory Scientist